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25 - Performance Management and Workplace Affect

from Part IV - Workplace Affect and Organizational, Social, and Cultural Processes

Published online by Cambridge University Press:  25 June 2020

By
Ariel Roberts ,
Paul E. Levy ,
Catalina Flores  and
Gina Thoebes
Edited by
Liu-Qin Yang ,
Russell Cropanzano ,
Catherine S. Daus  and
Vicente Martínez-Tur
Liu-Qin Yang
Affiliation:
Portland State University
Russell Cropanzano
Affiliation:
University of Colorado
Catherine S. Daus
Affiliation:
Southern Illinois University Edwardsville
Vicente Martínez-Tur
Affiliation:
Universitat de València, Spain
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Summary

Affect and emotion play a critical role in the lives of humans across many domains such as family, health, and work. In fact, Forgas (1994) proposes that “affect is a pervasive part of the way we see the world” (p. 40). Many scholars have proposed and developed theories and frameworks regarding affect that can be and have been applied to various work domains. Our focus in this chapter is on the role of affect in the performance management (PM) process. In particular, the work of Forgas and colleagues on the affect infusion model (AIM: Forgas & George, 2001; Forgas & Williams, 2016) and of Weiss and Cropanzano on affective events theory (AET: Weiss & Cropanzano, 1996) are helpful in explaining how affect fits into this critical work-related process.

Type
Chapter
Information
The Cambridge Handbook of Workplace Affect , pp. 338 - 349
Publisher: Cambridge University Press
Print publication year: 2020

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References

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